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36 CHAPTER EIGHT SUMMARY AND ANALYSIS OF QUESTIONNAIRE RESULTS REGARDING EFFECTIVENESS OF KNOWLEDGE MANAGEMENT PRACTICES AND TRAINING INITIATIVES: QUESTIONS 3437 DO KNOWLEDGE MANAGEMENT PRACTICES dix H. Results show minimal use of metrics to evaluate KM ENJOY CONTINUITY AND PERSISTENCE programs. OVER TIME? DOES AGENCY HAVE KNOWLEDGE Figure 14 summarizes the results of 19 responses for Question MANAGEMENT TRAINING AND/OR MENTORING 34 regarding the continuity and persistence of KM practices PROGRAMS FOR STAFF TRANSFERRED TO NEW over time. Several STAs chose multiple selections, although it JOBS, NEW HIRES, OR THOSE NEW TO was not a questionnaire option. This probably demonstrates an LEADERSHIP? WHAT INITIATIVES HAVE LED TO unevenness of the KM programs across the enterprise. Some SUCCESSFUL PARTICIPATION IN KNOWLEDGE parts of it may enjoy strong continuity; in other parts, it may MANAGEMENT PRACTICES? not. See Table H1 in Appendix H for detailed results for each Figure 16 summarizes how many STAs have or do not have STA and Table H2 for a few comments. KM training or mentoring programs. The results show that Figure 14 shows that the continued existence of most KM the understanding of KM in the organization is probably programs is not necessarily a given and the programs are not not considered vital for full participation as an engaged part of the normal business-as-usual management process. employee. There were some useful comments regarding training and DOES YOUR AGENCY USE METRICS mentoring: (PERFORMANCE MEASURES) TO GAUGE THE VALUE ADDED OR EFFECTIVENESS OF Minnesota reported that this is a work in progress. KNOWLEDGE MANAGEMENT PROGRAM OR TO JUSTIFY COSTS? Texas commented that they do not have such programs per se, except within each functional area, depending on Results for Question 35 are summarized in Figure 15. what a new employee needs to know. Detailed results for each STA are found in Table H3, Appen- Utah noted that it is improving in this area. 12 10 8 No. of Selections 6 4 2 0 KM program is robust. Program exists, but Program may or may Continues through staff is not evenly not survive, depending and administration supported or well- on budget cycles, changes communicated by administrative management changes, etc. FIGURE 14 Knowledge management continuity and persistence over time.

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37 Yes (4 responses) Yes (8 responses) No (13 responses) No, we do not use metrics (17 responses) FIGURE 15 Use of metrics. FIGURE 16 Training and mentoring programs. Virginia commented that such programs are part of senior management. Day-to-day work between EDMS a leadership development program that is evolving/ staff and employees is fostering a common under- emerging. standing of the importance of information asset man- agement and the need to share information across the The final question, Question 37, asked whether the agency organization. has found any specific initiatives to be especially effective in Ohio commented that one of their most successful pro- acceptance of and participation in KM practices within the grams for succession planning and knowledge transfer organization. Three STAs answered affirmatively: Kansas, is the Engineer-in-Training program. Texas commented Minnesota, and Ohio. that the Pavement Forensics KMS Project includes a marketing plan for promoting the Pavement Forensics Minnesota commented that their electronic docu- KMS when it gets closer to implementation. ment management system (EDMS) is supported by